The program “Lean Six Sigma Green Belt” is designed for AAAA Co., Ltd. This course is explained using DMAIC methodology with a lot of case studies. Most of the case studies are solved using Minitab, which is amazing statistical tools. Participants also get to work on a practice project towards the end to ensure that their learnings are put to practice in an end-to-end project.

Lean on one side comes down heavily on reducing waste & Six Sigma on other hand is heavy on reducing variation in the process. Training will be driven on Minitab and practical exposure is assured with a classroom project.

Quizzes at the end of each topic will set a way to recollect the topics discussed to increase the retention of topics learnt. to provide knowledge and technical using Lean Six Sigma tools and how to use Minitab to collect data, analyse data and decision on data fact.

Conduct on five times (2 days- 2 days- 2 days – 2 days – 2 days). And combine with onsite – one job – on one by one Lean Six Sigma Green Belt Project Improvement Supporting and Coaching.

Participants who complete the Green Belt training and pass the Green Belt Exam will be awarded a Green Belt Certification of Completion.

Green belt level certification, the project leader to complete the project and the review by CiCC Master Black Belt and board of certification of AAAA Co., Ltd has been completed and bring real value to the company. Will be awarded a Green Belt Certificate of achievements.

Learn on how are these two quality improvement methodologies similar & dissimilar.

Know about interesting industries in which Lean Six Sigma is implemented.

Learn on how Lean Six Sigma helps management achieve their business objectives faster & better than any other improvement methodology.

Members identified for Work Team (core team that will work through detailed DMAIC activities, led by GB)

Members identified for Support Team (Champion, Process Owner, Controller, Master Black Belt)

Process Owner engaged (signed Statement of Work)

PC

Projector

Day 1

Morning

8:30 – 12:00

Day 1

Afternoon

13:30 – 16:30

02

Recognize Phase

• Pipes and Puddles – What’s the Process?

• The Customer’s Perspective

• Determining How Well the Process Satisfies Customers

• Process Boundaries

• SIPOC and IPO Diagram

• Identifying Improvement Opportunities

• Value Stream Mapping

Evidence that the process/deliverable selected for improvement will substantially impact the organization (aligned with business strategies and/or significant opportunity to improve customer satisfaction, reduce cost, etc.) Project is appropriate for Lean Six Sigma (Process to be improved is value-added and large enough to allow breakthrough; improvement requires all phases of D-MAIC; can be completed in 4 to 6 months or, at most, 9 months for large-scope transactional projects)

Translation of Customer Ys to Process Y(s) to be improved (measures that relate to the quality of the process deliverables, describe the physical state of the output, and are clearly linked to customer CTs)

Specifications for Y (customer specifications for each Process Y to be improved)

Description of “unit” and “defect” (relative to each Process Y to be improved)

Historical Data: List of team’s ideas regarding what historical data could be collected that would indicate current process performance, and rationale behind the decision of whether or not to collect the data (demonstration that every effort was made to glean information from historical data, even if data is imperfect)

Real-time Data: List of items (process Ys) on which real-time data was collected, and why it was deemed necessary

Appropriate Measurement System Analysis conducted and, if needed, measurement system improved (Transactional: may include checking accuracy of databases and creating clear operational definitions; in all cases, clear description of measurement system/evaluation criteria is given)

Data Collection Sheet created (showing source of data, quantity of data, stratification, who collected the data and when)

Appropriate graphs and descriptive statistics provided, with interpretation (histogram, control chart, Pareto, etc., each labeled with the “Y” and its unit of measure)

PC

Projector

Minitab

Excel

09

Measuring Process Behavior

• Determining What to Measure

• Extracting Knowledge from Data

• Understanding Types of Variation

• Process Behavior Charts for Variable Data:

• I & mR Chart

• X Bar and R Chart

• Process Behavior Charts for Attribute Data:

• p Chart

• u Chart

• Interpreting Process Behavior Charts

PC

Projector

Minitab

Excel

Day 4

Morning 8:30 – 12:00

Day 4

Afternoon

13:30 – 16:30

10

Process Capability

• What is Process Capability

• Process Capability from Variable Data

• Estimating Percentage Beyond Specification Limits

• Cp, Cpk Indices

• Process Capability from Attribute Data

Calculate Cp, Cpk values if the various values of USL, LSL, Mean, Standard Deviation is provided.

Learn about the differences between the capability indices including Cp, Cpk. Learn on when to reduce variation in the process & when to move mean closer to target. Also learn the thumb rules for comparing Cp, Cpk against.

PC

Projector

Minitab

Excel

11

Sigma Level

• When evaluating current level (baseline) of how well the process meets customer care-about.

Learn about what is Sigma Level. Why do we need to baseline the current performance before performing any improvements? Learn about Sigma long term & short term & the relationship between these two.

Calculating Sigma Level for continuous data. Learn on how to calculate Zst, Zlt if the provided data type is continuous.

Calculating Sigma Level for discrete data. Learn on how to calculate Zst, Zlt if the provided data type is discrete.

PC

Projector

Minitab

Excel

Analyze Phase

12

Analyze cause and Effect C&E and C&E Matrix

• Comparing the C & E Diagram and the C & E Matrix

• What is a Cause and Effect Diagram?

• Conducting Cause and Effect Analysis Using the Diagram

• Constructing a Cause and Effect Matrix

• Verifying Causes

• Evaluating KPIVs

Learn about the various steps involved in performing Fishbone analysis, which is also called as Cause & Effect analysis or Ishikawa diagram. Also learn on how to identify the various high level categories and also 5-Why analysis.

Causes/Xs are linked to the undesirable condition(s) in the Process Y(s) quantified in Measure Phase

Appropriate team use of at least one of the following: C&E Diagram, C&E Matrix,

Learn about FMEA which is the best known technique to identify, prioritize and manage risks. Learn on who has pioneered FMEA and how does it help in assessing current process analysis.

Learn about the scales given to Severity, Detection & Occurrence. Learn on how to calculate the risk priority number & how to prioritize the risks based on RPN.

PC

Projector

Excel

Day 5 Afternoon 13:30 – 16:30

14

Analyse of Correlation and Regression

• What is a Correlation?

• Scatter Diagram

• The Correlation Coefficient, r

• Regression Analysis

• The Coefficient of Determination, R2

• Adjusted R2

• Overall Significance

• Why Use a Regression Equation?

Learn about scatter plot to determine the direction of relationship between 2 variables, strength of the relationship between 2 variables & whether the relationship is linear or not. Learn about the correlation coefficient, r, & its range to determine the strength of relationship in a quantitative way. Also learn about the direction of relationship.

Learn about regression equation & the various parameters to form a regression equation which will help you predict the output with a given set of inputs.

• Data World Used for Inferential Statistics, Statistical Interference

• Context for Inferential Statistics, Point and Interval Estimates,

• Hypothesis Testing (Step by step)

• Normality Test

• 2 Sample T-Test

• Analysis of Variance (ANOVA)

Metrics (or levels) given for each suspected, strong X that was identified in Analyze Phase

For each suspected strong X, data collected at specified levels of X to determine if it impacts Y (historical data used to the extent possible; real-time data efficiently collected, if needed; possible screening DOE)

Appropriate analysis of the verification data, with correct conclusions (appropriate hypothesis test, or correlation/regression analysis, or DOE analysis, etc.; null and alternative hypotheses correctly stated for each test; interpretation of each analysis)

A number of causes (Xs) found that each have a strong impact on Y and are within the team’s control (usually, at least 5 to 7 strong causes for each defect or undesirable condition)

Classification of Xs as “Control” or “Noise”

PC

Projector

Minitab

Excel

16

Detailed Process Mapping

• Process Mapping in Measure, Analyze and Improve Phases

• Steps for Creating Detailed Process Map

• Identify Non-value-added Steps

• Analyze the Map

• The “Should Be” Map

To capture all the complexity and improvement opportunities by analyzing each step in detail. Seek out the 7-Wastes and enhance current value-added activities.

Process Maps are detailed flow diagram of the process using color coded symbols that drill further into the high level map generated on the SIPOC.The purpose is to visually represent the process as it is in reality. Complete the current state map by walking (GEMBA walk) and experiencing the process. This is a valuable learning experience; the team will quickly gain insight about the actual flow. Don’t sit in a room and think it through yourself or with the team. Patience, time, asking questions are all part of the completing this map.Create a current state and a future state. Your team may want a future state with a short term target (such as 90 days) and a long term ideal state.

Analysis of why the implemented solutions fell short or exceeded the expected gain in the Process Y and, if needed, another cycle through identifying causes and/or solutions

Identify which step of the service process limits the overall throughput and improve the performance of that step of the process.

Organize the work area with 5S

Service where work-in-process smoothly flows through production with minimal (or no) buffers between steps of the service process.

PC

Projector

Visio

Day 8

Morning 8:30 – 12:00

• Poka-Yoke (Mistake Proofing)

• Kanban and FIFO

• Standardized Work

• Work Balancing

• Leveling

• Capacity Leveling

• Visual Management for Leveling

Visual feedback system for the plant floor that indicates production status, alerts when assistance is needed, and empowers operators to stop the production process.

A method of regulating the flow of goods both within the company and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed.

Metrics designed to track and encourage progress towards critical goals of the organization. Strongly promoted KPIs can be extremely powerful drivers of behavior – so it is important to carefully select KPIs that will drive desired behavior.

Pull parts through production based on customer demand instead of pushing parts through production based on projected demand. Relies on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time.

PC

Projector

Excel

Visio

Day 8

Afternoon 13:30 – 16:30

Control Phase

19

Control Plan

• What is a Control Plan?

• Control Plan Strategy

• What to Control?

• Identifying KPIVs

• Why Use a Control Plan?

• Developing a Control Plan

• Choosing the Right Level of Control

• Components of a Control Plan

• Control Plan Worksheet

Unit of measure and allowable range determined for each critical X (relative to each verified solution or “best” operating level identified in Improve Phase

Dieu has extensive experience in coaching, training & implementation Lean6Sigma and other continuous improvement tools. Flexibility, enthusiasm and patience is the virtue of his to help organization introduce and promote better understanding of the theory and application Lean6Sigma and organizations enables to manage and operate an effective the production of their business. He has very deep understanding of the principles Lean6Sigma and change management system from traditional manufacturing and services to Lean6Sigma production services. He approached Lean, Six Sigma, Supply Chain, and Balance Scorecard from sitting in a chair at the school and pursued until now. Dieu has practical experience working on large Lean6Sigma global company as:

Mr. Dieu worked at Samsung Electronics Corporation in 2002 – 2004, the company specializes in electrical and electronic products owner by Korea have successfully applied the Six Sigma management system since 1997, at that time Mr. Dieu has responsible for improving the full time in Six Sigma department, he has completed the program Green Belt and Black Belt at Samsung. In 2004-2005 he joined the group’s fourth-largest wholesaler Metro Cash & Carry, he was responsible for the assessment and selection of suppliers and ensure quality of goods imported into the Metro Store for non-food products bearing its own brand of Metro, and he has completed courses in Supply Chain Systems here and some soft skill else.

From 2005 – 2007 he joined the Johnson Control Corporation, is a rich and powerful corporations in the Top 100 U.S. entrepreneurs are specialized inside, interior systems and batteries for cars, in this time Mr. Dieu is the head of continuous improvement department, is responsible for establishing and maintaining system improvement through the introduction and implementation of Lean6Sigma, he has completed extensive training courses on application deployment Lean6Sigma in Malaysia, completion Study Master Black Belt.

From 2007 – 2009 he spent so much time to research the application of continuous improvement in Viet Nam enterprise with Lean6Sigma during the time he worked for FPT corporation, where he was responsible for research and introducing Lean6Sigma for the whole group, formulate strategies and implement plans Lean6Sigma, recruitment, training and advice to member companies in the group, building structure and standards to guide improvements continue. From 2009 – 2010 he joined in Government Organization is Quality and Testing Center 3, he is Head of Lean6sigma Department.

Up to now, Dieu and other consultants established and build up the Continuous Improvement Consult Joint Stock Company (www.cicc.com.vn ), he is a Chairman and Deputy Director. His Company becomes a partnership with Hirayama Japan, American Society for Quality (ASQ-AUTO), Robinson Consulting Group (USA), URS (Korea) Micon Thailand, Lean6sigma Vietnam Network, and Supply Chain Insight.